Sunday, 30 August 2015

If you’re like most people, you worry that asking for more will make you appear uncommitted.

Or that you’ll be talked into settling for what you’ve already got.

Or even that you’ll be seen as greedy if you ask to be rewarded well for work you do well.

“The first thing that people associate negotiation with is buying a car,” says career coach Malcolm Munro,”and so they’re always afraid that they’re going to get screwed.”

What’s more, he says, the people that usually are most deserving of a raise are the people

that are least comfortable singing their own praise.

And singing your own praise is important.

In the end, getting a big raise boils down to three simple steps:1. Be worth more,2. Demonstrate your worth, and3. Ask for the raise.

The clearer you are about your value and accomplishments,

the more likely your boss is to give you that raise.Be worth more.

If you’re not already regularly doing more than you were hired to do, start.

Take on new responsibilities whenever possible. Build skills outside of work,

by taking courses or reading extensively or attending seminars.

Make yourself too valuable to lose!

Your value to your company is based on how well you do these three things: solve problems, increase profits, or create and cultivate relationships. Make sure that everything you do at work does at least one of these things.Demonstrate your worth.

A raise, especially a big one, is an important business decision; treat it like one. Start planning now for the raise you want six months from now.Munro recommends keeping an “achievement journal” listing all your accomplishments on the job. The biggest mistake an employee can make, he says, is asking for a raise without planning it out. You’re unlikely to be well-prepared on the spur of the moment, and most likely to come off as opportunistic, disloyal, or greedy.

If you’ve been tracking every way you’ve saved or made your company money,

every big client or partnership you’ve created, every inter-office dispute

you’ve had a hand in settling — in short every way that you’ve made your company better off — you can make a clear business case why you should be paid more.

Employers and managers won’t respond much to your sense of fairness,

but show that you are clearly an important asset and you can count on a positive response.Ask for the raise.

The best time to ask for a raise is during your normal review, says Munro.

If your company doesn’t do formal reviews, make an appointment with your direct supervisor

In it, I reveal some interesting research that will shed some lighton how you can get your potential customers to see the real value in what you do.All you have to do is change the way you ask for the sale.After you've watched this video, let me know how you plan to put this insight to use by leaving a comment here:

You canpre-readall your course material
for internal knowing.

I can Turbo Charge Read a novel 6-7 times fasterand remember what I’ve read.

I can TCRan instructional/academic book around 20 times fasterand remember what I’ve read.

Friday, 28 August 2015

There are dozens if not hundreds of articles, posts and
tools published related

to better time management. One thing in common with the
vast majority of these

is that they almost all focus on steps YOU, the
individual, can take to better manage your time.

I’m going to take an alternate approach – one that
suggests that the use of your time

is dictated by outside forces and that to better manage
your time,

you must understand the nature of work being done and how
it directs your time.

A great training I experienced came from
Conway Managementon
the nature of work.

In the Conway model, there are four major types of work:

1.Value
Added Work

2.Necessary
Work (Non-value added)

3.Unnecessary
Work (Rework and all-other work)

4.Not
Working (Approved (breaks or lunch) or not approved.

3. REWORK

Studies have shown that, in many organizations, non-value
added work, either rework

or work no one uses, accounts for a substantial amount of
time and effort expended.

A key to this is the definition of rework: “Having to do something

because it was not done correctly or completely in the first
place”.

Personally, the definition was a revelation to me. We
grow accustomed to resolving problems

and addressing issues. That process tends to become
engrained and normal. I discovered that

with this newfound knowledge of the definition, every
time one of these situations occurred,

I had a voice going off in my head screaming, “REWORK,
REWORK”. Yes, I resolved the issue

but also took steps to understand the root cause and
correct it whether it was poor process design, training or even empowerment of
others to address things as they occurred and not escalate them. As a result,
my own work became more productive

as I was able to put more focus on value-added work.

STUDY THE WORK

To understand what is going on, do a random sample of
work. I’ve done this for myself

and with large workgroups such as 24/7 warehouse
operation with about 30 associates

(all of whom willingly participated in the data
collection).

Do this for a week and you will have a very good idea of
the work being done

and areas that you may be able to impact by eliminating
the root cause of non-value added work

so that the resources are available for value-added work.

For example, in the warehouse, we collected almost 4,000
data points and identified